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mrjoe's review
2.0
More of a polemic than a how-to guide. Published in 2013, this seems like a relic. Save yourself 2 hours, this isn’t very relevant or helpful in our current corona context.
jgn's review
5.0
This is a very tricky book to review.
Let me note first that I work remotely as a technology leader at a Boston-based medical startup . . . but I'm based in the Twin Cities. I know remote work very well. I use every tool in this book. I've been remote since the beginning, and my managers and colleagues understand the dynamic, but it's still hard, and not something that is fully embraced in our work.
I'm going to have to divide the readership up into categories:
(1) If you work remotely and have company that tolerates or promotes remote working, this book gets three stars.
The reason is that you will be hungering for more patterns and stories regarding the nitty gritty of how remote work actually . . . works. For instance, the book says (I paraphrase) "use Skype" . . . "you can work in a coffee shop" . . . "your manager needs to take extra care catching up with you" . . . "overwork can be a big big problem for remote workers - don't let them kill themselves with work" -- well, you know all this already.
The book is not really for you. To be sure, you will still learn things, and the book confirms a number of things you have suspected but not really articulated. For instance, it is very good on the paradox that workers in two fairly different time zones frequently get more done collectively: One reason is that because of the time shift, the team can't interrupt itself with random meetings: You always get 3 or 4 hours to get the core work done. Smart.
(2) Your company thinks remote work is insane.
You really need to read this book. For you guys, it's five stars all the way.
Don't listen to people like Marissa Mayer, who at Yahoo put the kibosh on remote work -- she is wrong (they may very well have a problem with badly-managed remote work . . .). With well-managed remote work, there are huge gains to be made in productivity and the happiness of your team, as well as the basic economics of your business. For instance: If you don't allow remote work, you are limited to the people in your geographic area; if you can handle remote work, then you can hire the very best in the whole world.
(3) Your company tolerates remote work but hasn't really figured it out. The book provides a good deal of guidance. I think this is a five star book for you, too, because it's about time that you thought hard about your lack of planning and thought in this area.
The good news is that there are great advantages to remote work. The bad news that it requires a lot of thinking to get it right. There are big contradictions in remote work. For instance, the authors advise that remote workers figure out a routine (pp. 209-211). Meanwhile, they note that "Routine has a tendency to numb your creativity" (p. 228). With freedom comes responsibility.
The book is quite padded - there are illustrations that seem to be there only to boost the page count. I wouldn't waste my money on a printed version: Kindle all the way.
Aside from the over-all argument, which is breezy but sound, I want to pick out a few specific points where I think there's some good detail:
-- securing your remote workers - pp. 61-63.
-- why you don't need answers "right now" -- p. 77.
-- different time zones can be a benefit -- pp. 91-92.
-- use screencasts -- p. 95.
-- benefits of company paying for gym memberships (p. 129) and allow people to make their own sensible buying decisions with company credit cards (p. 199) and managing their own vacations and time off (p. 200).
-- you need to police snippy comments, which can be much worse in chat applications (p. 161).
-- stop thinking that by just seeing people arrive at 8 and leave at 6 that's somehow good because people are putting in "a lot of hours" (p. 182).
-- fewer meetings means better meetings, because face time is scarce (pp. 205-206).
-- remote can be good even when you're local -- pp. 213-214.
-- separate your computers; i.e., keep an iPad with no access to work email so you won't be tempted -- p. 215.
Let me note first that I work remotely as a technology leader at a Boston-based medical startup . . . but I'm based in the Twin Cities. I know remote work very well. I use every tool in this book. I've been remote since the beginning, and my managers and colleagues understand the dynamic, but it's still hard, and not something that is fully embraced in our work.
I'm going to have to divide the readership up into categories:
(1) If you work remotely and have company that tolerates or promotes remote working, this book gets three stars.
The reason is that you will be hungering for more patterns and stories regarding the nitty gritty of how remote work actually . . . works. For instance, the book says (I paraphrase) "use Skype" . . . "you can work in a coffee shop" . . . "your manager needs to take extra care catching up with you" . . . "overwork can be a big big problem for remote workers - don't let them kill themselves with work" -- well, you know all this already.
The book is not really for you. To be sure, you will still learn things, and the book confirms a number of things you have suspected but not really articulated. For instance, it is very good on the paradox that workers in two fairly different time zones frequently get more done collectively: One reason is that because of the time shift, the team can't interrupt itself with random meetings: You always get 3 or 4 hours to get the core work done. Smart.
(2) Your company thinks remote work is insane.
You really need to read this book. For you guys, it's five stars all the way.
Don't listen to people like Marissa Mayer, who at Yahoo put the kibosh on remote work -- she is wrong (they may very well have a problem with badly-managed remote work . . .). With well-managed remote work, there are huge gains to be made in productivity and the happiness of your team, as well as the basic economics of your business. For instance: If you don't allow remote work, you are limited to the people in your geographic area; if you can handle remote work, then you can hire the very best in the whole world.
(3) Your company tolerates remote work but hasn't really figured it out. The book provides a good deal of guidance. I think this is a five star book for you, too, because it's about time that you thought hard about your lack of planning and thought in this area.
The good news is that there are great advantages to remote work. The bad news that it requires a lot of thinking to get it right. There are big contradictions in remote work. For instance, the authors advise that remote workers figure out a routine (pp. 209-211). Meanwhile, they note that "Routine has a tendency to numb your creativity" (p. 228). With freedom comes responsibility.
The book is quite padded - there are illustrations that seem to be there only to boost the page count. I wouldn't waste my money on a printed version: Kindle all the way.
Aside from the over-all argument, which is breezy but sound, I want to pick out a few specific points where I think there's some good detail:
-- securing your remote workers - pp. 61-63.
-- why you don't need answers "right now" -- p. 77.
-- different time zones can be a benefit -- pp. 91-92.
-- use screencasts -- p. 95.
-- benefits of company paying for gym memberships (p. 129) and allow people to make their own sensible buying decisions with company credit cards (p. 199) and managing their own vacations and time off (p. 200).
-- you need to police snippy comments, which can be much worse in chat applications (p. 161).
-- stop thinking that by just seeing people arrive at 8 and leave at 6 that's somehow good because people are putting in "a lot of hours" (p. 182).
-- fewer meetings means better meetings, because face time is scarce (pp. 205-206).
-- remote can be good even when you're local -- pp. 213-214.
-- separate your computers; i.e., keep an iPad with no access to work email so you won't be tempted -- p. 215.
strickvl's review
3.0
This hasn't aged that well. Seems society / culture / practices have overtaken the suggestions in this book. That said, it's still fairly decent, but not the premium set of principles it originally seemed to be.
pivic's review
4.0
This is a really well-written book, and by that I mean loose language, non-pushy sell and reason. It's thinking loosely outside the box, in an intellectual way, putting facts behind words and personal experience as well. This is a real boon to workers and managers alike, who work using the internet.
gueorgui's review
4.0
Nothing mind-blowingly new to me, but a good summary of what it means to work remotely. This is indeed the way forward!
jackyalcine's review
4.0
The book's more of a light commentary and discussion on thoughts than actual practice that can be applied to, let's say legacy companies. Maybe a startup at a B round could do something like this but anyone earlier would have to be strapped.
leeg's review
1.0
There's a revolution coming in American business culture books. Do you want to surf the wave, or be drowned?
Many business culture books have been doing things the old way. But some are doing it the new way, and we think it's working. You should try the new way, not just a little, but all in. Your colleagues-and your shareholders-will thank you.
I'm kidding, of course. There is no new way. American business culture books are all formulaic and-ironically for their demands that we be more innovative-identical.
Many business culture books have been doing things the old way. But some are doing it the new way, and we think it's working. You should try the new way, not just a little, but all in. Your colleagues-and your shareholders-will thank you.
I'm kidding, of course. There is no new way. American business culture books are all formulaic and-ironically for their demands that we be more innovative-identical.
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